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Introduction to Operations Management
1 Introduction to Operations Management
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Learning Objectives Define the term operations management
Identify the three major functional areas of organizations and describe how they interrelate Compare and contrast service and manufacturing operations Describe the operations function and the nature of the operations manager’s job
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Learning Objectives Differentiate between design and operation of production systems Describe the key aspects of operations management decision making Briefly describe the historical evolution of operations management Identify current trends that impact operations management
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Operations Management
Operations Management is: The management of systems or processes that create goods and/or provide services Operations Management affects: Companies’ ability to compete Nation’s ability to compete internationally
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The Three Basic Functions
The Organization Figure 1.1 The Three Basic Functions Organization Finance Operations Marketing
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The operations function involves the conversion of inputs into outputs
Value-Added Process Figure 1.2 The operations function involves the conversion of inputs into outputs Inputs Land Labor Capital Transformation/ Conversion process Outputs Goods Services Control Feedback Value added
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Value-Added and Product Packages
Value-added elements make the difference between the cost of inputs and the value or price of outputs. Product packages are a combination of goods and services. Product packages can make a company more competitive.
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The Goods–Service Continuum
Figure 1.3 Goods Service Surgery, teaching Song writing, software development Computer repair, restaurant meal Automobile repair, fast food Home remodeling, retail sales Automobile assembly, steel making
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Food Processor Inputs Processing Outputs Raw vegetables
Canned vegetables Metal sheets Making cans Water Cutting Energy Cooking Labor Packing Building Labeling Equipment Cleaning
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Hospital Inputs Processing Outputs Doctors, nurses Examination
Table 1.2 Inputs Processing Outputs Doctors, nurses Examination Treated patients Hospital Surgery Medical supplies Monitoring Equipment Medication Laboratories Therapy
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Manufacturing or Service?
Tangible Act
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Production of Goods vs. Delivery of Services
Production of goods – tangible output Delivery of services – an act Service job categories Government Wholesale/retail Financial services Healthcare Personal services Business services Education
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Key Differences 1. Customer contact 2. Uniformity of input
3. Labor content of jobs 4. Uniformity of output 5. Measurement of productivity
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Key Differences 6. Production and delivery 7. Quality assurance
8. Amount of inventory 9. Evaluation of work 10. Ability to patent design
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Goods vs. Service Characteristic Goods Service Table 1.3
Customer contact Low High Uniformity of input Labor content Uniformity of output Output Tangible Intangible Measurement of productivity Easy Difficult Opportunity to correct problems Inventory Much Little Evaluation Easier Patentable Usually Not usually
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Scope of Operations Management
Operations Management includes: Forecasting Capacity planning Scheduling Managing inventories Assuring quality Motivating and training employees Locating facilities Supply chain management And more . . .
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Types of Operations Operations Examples Table 1.4 Goods Producing
Farming, mining, construction , manufacturing, power generation Storage/Transportation Warehousing, trucking, mail service, moving, taxis, buses, hotels, airlines Exchange Retailing, wholesaling, financial advising, renting or leasing Entertainment Films, radio and television, concerts, recording Communication Newspapers, radio and TV newscasts, telephone, satellites
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Challenges of Managing Services
Service jobs are often less structured than manufacturing jobs Customer contact is higher Worker skill levels are lower Services hire many low-skill, entry-level workers Employee turnover is higher Input variability is higher Service performance can be affected by worker’s personal factors
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